International Journal of Physical Distribution & Logistics Management

Diane M. Phillips; Jason Keith Phillips

1998 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039810234906

Introduces social network analysis techniques to business logistics and transportation. The case study has two specific goals. First, it introduces social network analysis techniques to the business logistics and transportation community as a useful tool with which to study the dynamic flows of communication between members of a social network. Second, it describes a wide variety of techniques and then utilizes them to examine artifacts of scholarly communication ‐ journal citations. In doing so, it tracks the changing communication patterns across two separate time periods to describe the evolution and maturation of the fields of business logistics and transportation. Concludes that over a period of ten years the flow of information between the journals in the area of business logistics and transportation has become more efficient and that journals directly communicate with one another. Also, there is no longer a distinct break between logistics and transportation.

Mauro Caputo; Valeria Mininno

1998 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039810234915

This work presents the results of the survey “Organisational structures and logistics in the branded product history of the grocery section in Italy” developed with the aim of pointing out the organisational structures for the logistics co‐ordination of successful firms. Starting from a review of the literature on the main logistics organisation theories, this paper presents an organisational analysis of 118 industrial firms, working in Italy in the grocery sector, carried out for the main logistics activities. On the basis of this anlaysis, a classifying model of the organisational configurations presently adopted in Italy for internal integration is proposed. According to the model, six different organisational solutions have been singled out: integrated logistics, partially integrated logistics, bipartite logistics, distribution logistics, manufacturing logistics, and split logistics.

L.M. Berry; B.A. Murtagh; G.B. McMahon; S.J. Sugden; L.D. Welling

1998 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039810234924

Reviews the value of network concepts as a means of portraying complex logistics and distribution systems. Reports on research which focuses on the broader issues of model formulation and solution techniques rather than specific applications. Addresses the issues of designing networks with a tree structure, and also more general ones in which loops are allowed and redundancy enforced. The decision variables involved are related to whether or not a link should exist between two specific pairs of nodes, and then what should be the level of traffic flow on that particular link. Describes the design problem in detail and possible models that could be used to represent it. Follows with a description of genetic algorithms to solve the synthesis problem of deciding the node‐link topology, and the use of linear and non‐linear programming to solve the problem of assigning traffic flow to a network with a given typology in a least‐cost manner. Concludes with a description of computational experience with solving such problems.

Peter Gilmour

1998 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039810234933

Describes the analysis of the logistics system of a supplier of anhydrous sodium sulphate to the Australian market. This examination considered the total cost and customer service implications of the present supply of this bulk product from one Canadian and US west coast source, its unloading at three Australian ports and subsequent distribution to customers in major Australian markets. Examines a number of options for restructuring anhydrous sodium sulphate logistics including the use of a single inbound port and the establishment of a single centralised distribution centre. In addition to these major structural options, examines a number of possible improvements which could be applied to any of them: the installation of a centralised national order processing operation; the reduction of national inventory holdings; changes in the terms of trade; modified relations with distributors; and improved interrelationships with customers. Uses a spreadsheet model to examine these options.